Hi allI'm a freelance consultant, but work in an environment with some of big consultancy names on site. Circa 10 years of management consultancy, mainly freelance but with some of the medium-name firms, strong project management background. I've just started a new assignment, whereby I am essentially a Programme Manager (4 year programme, circa 50 million GBP budget, 6 projects, focus on organisation wide benefits, complex stakeholder group etc). There is a Programme Manager appointed from the customer side, who is director level in their organisation, but he appears to wish to delegate 95% of the role and take more of a "direction" role. So for all intents and purposes, I'm the programme manager (or at least MSP would see it that way). [b]What would be the comparable consultancy grade for a Programme Manager, typically? Principle Consultant or Senior Manager? [/b]As I'm independant, it's really just as a guide and appreciate there will not be a hard and fast rule and it will depend on the company, etc etc. With thanks

Bump please

The question is whether you have a sales pipeline or not. I suspect not so you would be the lower grade.

Its interesting that you say you are "effectively" a programme manager. Why the condition?What you describe is quite common in large programmes. A Programme Director/Manager (title is company dependent) who is accountable for the budget and overall success of the programme. Typically spends most of their time managing stakeholders, upward comms, budget issues (allocation - not day to day expenditure), chairing ManCo's and attending SteerCo's etc. Monitors progress at a "roadmap" level. Reports to the Accountable Exec.A Programme Manager/Delivery Manager; typically managing downwards with a focus on delivery teams, managing weekly progress meetings, producing status updates, managing expenditure at phase levels, etc. Reports to the person described above.In Big4 terms I'd expect the former to be an EY Director or Deloitte SM, the latter an EY SM or Deloitte Manager (top end, pushing to be SM). Realistically it is rarer for the former post to be held by a consultant - usually the client needs permanent employee accountability, with delegated delivery in the seocnd post.With niche firms the roles could go to much more senior staff (small firms might put a partner on the former position), but ironically with firms specialising in proramme management (Project1, Boxwood, etc) then the holder of both positions may be lower down the consultancy firm management chain, but have significant (25 year+) programme delivery experience.Well there you are. Proof that I am a consultant. Multiple paragraphs of info and no simple answer. I've "brought it to life for you, but only you can really choose".